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In 2016 the contribution of Gross Domestic Product (GDP) of the Creative Economy sector to the total national economy was almost eight percent. This explains that the Creative Economy continues to provide significant improvements. One sub-sector contained in the Creative Economy is the contribution of fashion which contributes to eighteen percent or is in the top 3 subsectors of the largest contributor to the Creative Economy sector. This study aims to analyze the determinants of the performance factors of fashion businesses in one of the fashion shopping centers in Jakarta. The number of respondents in this study were 144 people. This research model is a Structural Equation Modeling using SMART PLS 3.0. This study explains that the performance of fashion businesses in one of the fashion shopping centers in Jakarta is influenced by market orientation factors, entrepreneurial orientation, business marketing capabilities. In addition, the business performance is also influenced by market orientation factors and factors of entrepreneurial orientation with entrepreneurial skills as mediation. This research also explains that the ability to market by entrepreneurs is influenced by factors of market orientation and entrepreneurial orientation. Dealing with market opportunities and competitor strategies and creating superior strategies such as creating a more attractive boutique layout can be a competitive advantage.Keywords: business performance, market orientation, entrepreneurship, fashion

Understanding how firms can promote exploratory and exploitative innovations is of high interest for both scholars and practitioners. Although a substantial body of research has emphasized that top management's transformational leadership is crucial to innovation, the mechanisms through which strategic leaders influence these distinct types of innovations remain unclear. Building on upper echelon and social learning theory, this study develops and empirically examines a model that investigates the mediating roles of three distinct strategic orientations (market, learning, and entrepreneurial orientation) on the relationship between transformational leadership and exploratory and exploitative innovation. Using meta-analytic methods combined with structural equation modeling, this study integrates findings from separate research streams, covering over 15 years of research, and using a sample of 215 effect sizes from 75 studies. The results from the partial mediation model reveal that transformational leaders play a key role in creating these specific strategic orientations which, in turn, support different innovation outcomes. Specifically, the findings indicate that transformational leaders promote exploitative innovations predominantly by building a market orientation, whereas they foster exploratory innovations by stimulating an entrepreneurial and a learning orientation. Hence, this study extends upper echelon research by uncovering the different mechanisms through which transformational leaders promote exploratory and exploitative innovations as it theoretically identifies and empirically validates the unique mediating roles of three specific strategic orientations. The results thus provide valuable insights for the challenging management of exploratory and exploitative innovations, as they provide a 'guiding map' which reveals how transformational leaders from the top may use specific orientations to foster these distinct types of innovations. [ABSTRACT FROM AUTHOR]